What to Do When Two Experienced Employees Cannot Work Together
Start with the impact on the work
Two experienced employees who cannot work together can create a particularly difficult management problem. Both may be knowledgeable, valued and confident in their judgement. Their disagreement may have developed over years, making colleagues reluctant to get involved. The manager's responsibility is not necessarily to make the two people like each other. It is to ensure that disagreements do not prevent work being completed effectively, safely and professionally.
Start by identifying the practical consequences. Are handovers delayed? Are decisions repeatedly challenged? Do other employees receive conflicting instructions? Are customers experiencing problems? Describe the issue in observable terms rather than deciding that one employee is difficult or the other unreasonable. Instead of saying, "You two never cooperate," explain that three recent handovers were delayed because the employees could not agree who was responsible for final checks.
Hear each employee separately
Meet each employee individually before bringing them together. Ask for specific examples of what has happened, how it has affected the work and what they believe would improve the situation. Useful questions include: Which activities cause the most disagreement? What happens when you cannot reach agreement? What do you need from your colleague to complete your responsibilities? What could you personally do differently?
Listen without promising to accept either account. Distinguish factual disagreements from assumptions about the other person's motives. Do not promise absolute confidentiality where information may need to be shared or investigated.
Identify what is causing the friction
Experienced colleagues may disagree because their responsibilities overlap, their working methods differ or previous decisions were never properly resolved. Sometimes the disagreement reflects a management failure: unclear authority, competing priorities or an ineffective process.
For example, two senior employees might each believe they have final responsibility for approving a piece of work. Repeated arguments will continue until management clarifies who makes the decision. Resolving the organisational issue may be more effective than repeatedly asking the employees to communicate better.
Establish clear expectations
Explain the standards both employees must meet, regardless of their personal feelings. These might include respectful communication, accurate information sharing, timely decisions and following agreed escalation procedures. Make clear that professional disagreement is acceptable. Personal attacks, deliberate obstruction and withholding essential information are not.
Avoid implying that both employees are equally responsible if the evidence does not support that conclusion. Fair treatment means assessing what each person has actually done, not automatically splitting responsibility down the middle.
Agree practical working arrangements
Where appropriate, arrange a joint discussion focused on future working arrangements. Keep it structured: define the problem, establish the required outcome and agree how work will be coordinated. Possible solutions include a written handover checklist, clearer decision-making authority, a shared task record or a brief weekly coordination meeting.
For example, one employee might prepare technical recommendations while the other has defined authority to approve the final operational decision. Record the agreed responsibilities, deadlines and how unresolved disagreements will be escalated. Give both employees an opportunity to identify practical obstacles before the arrangement begins.
Review whether the arrangements work
Do not assume the problem is resolved simply because both employees agree during a meeting. Set a review date, perhaps two weeks later, and look for observable improvements. Are handovers happening on time? Are decisions clearer? Are colleagues receiving consistent instructions? Speak to both employees and consider whether other affected team members are experiencing improvements.
If the arrangements are ineffective, investigate why before introducing further changes. A process problem may still need fixing, or an individual may not be meeting agreed standards.
Know when informal resolution is inappropriate
Not every workplace conflict should be handled through an informal joint discussion. Allegations of bullying, discrimination, harassment, threats or serious misconduct may require formal procedures. Follow organisational policies, consider relevant legal obligations and seek appropriate HR advice. If an employee repeatedly refuses reasonable instructions or deliberately obstructs colleagues, formal management action may be necessary.
Focus on professional cooperation
The objective is not to determine which experienced employee has the stronger personality or longer service. It is to establish a fair, workable arrangement that protects performance and ensures everyone understands their responsibilities. Experienced employees do not have to agree about everything. They do, however, need to work within clear professional standards.
Further reading: Browse the free management guides and management books for additional practical management guidance.